INFLUENCE OF PERCEIVED LEADERSHIP STYLES ON EDUCATIONAL SERVICES AND KNOWLEDGE EXPANSION IN A COMPETITIVE EDUCATIONAL ENVIRONMENT: EVIDENCE FROM SELECTED PRIVATE UNIVERSITIES IN NIGERIA
DOI:
https://doi.org/10.46827/ejes.v7i11.3385Keywords:
perceived leadership styles, transformational leadership style, transactional leadership style, autocratic leadership style, democratic leadership style, educational services, knowledge expansionAbstract
This study investigated the influence of perceived leadership styles on educational services and knowledge expansion in a competitive educational environment: evidence from selected private universities in Nigeria. The study was a survey which employed Ex-Post Factor design. A total of 230 respondents was selected for the study and these responses comprised both employees and students of selected institution in Nigeria in which (46%) were male while (54%) were female. Questionnaire format was employed for data collection and it was made up of three (3) sections namely: Section A (Socio Demographic measure scale), Section B (Perceived Leadership Styles Scale), while Section C measured (educational services and knowledge expansion Scale). The collected data were subjected to computerized data analysis, using the Statistical Package for Social Sciences (SPSS) version 21.0 was used. The findings revealed that transformational leadership style was significantly and negatively related to educational services and knowledge expansion [r= -.74**, P<.01]; transactional leadership style was significantly and negatively related to educational services and knowledge expansion [r(228)= -.83**, P<.01]; autocratic leadership style was significantly and positively related to educational services and knowledge expansion [r(228)= .55**, P<.01]; democratic leadership style was significantly and negatively related to educational services and knowledge expansion [r(228)= .48**, P<.01]; Laissez-Faire leadership style was significantly and positively related to educational services and knowledge expansion [r(228)= .24**, P<.01]. The study concluded that all the leadership styles identified in the study were significantly and negatively related to educational services and knowledge expansion. It is therefore recommended that Management of the selected institution should be aware of the advantages and disadvantages of different leadership styles as these may affect the institution performance on educational services and knowledge expansion.
Article visualizations:
References
Alan, M. (2013). Leadership Styles. (Online: http://www.ofd.ncsu.edu/wp-content/leadership). Retrieved April 4, 2015.
Ali, H., Ismael, A., Mohamed, S. and Davoud, N. (2011). The impact of Responsibility and Leadership Styles on Leading Change Capability of Malaysian Managers. Australian Journal of Business and Management Research, 1 (2), 70-98.
Bado N., & Nyangau J. (2012). Social Media and Marketing of Higher Education. Journal of the Research Center for Educational Technology.
Bass, B. (1985). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.
Bass, B. M. (2000). The Future of Leadership in Leaning Organizations. Journal of Leadership and Organizational Studies, 7 (3), 18-40.
Balunywa, W. S. (2000). A hand book of business management. Kampala: Uganda press.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Bushra, F., Ahmad, U. and Asvir, N. (2011). Effect of Transformational Leadership on Employees’ Job Satisfaction and Organizational Commitment in Banking Sector of Lahore (Pakistan). International Journal of Business and Social Science, 2 (8), 261-267.
Cole, G. A. (2002). The administrative theory and workers’ motivation. ABU Zaria, Nigeria Zante institute of administration Press Ltd.
De Carlo, T. (2017). Democratic or Autocratic Leadership Style? Participative Management and its Links to rewarding Strategies and Job Satisfaction in SMEs: Athens Journal of Business and Economics.
Donna, C. (2011). Overcoming the Drawbacks of the Democratic Leadership Style. (Online: http://www.brighthubpm.com/rescourse-management).
Ekvall, G., & Arvonen, K. (1991). Change-centered leadership: An extension of the two dimensional model. Scandinavian Journal of Management, 7, 17–26.
Fiedler, F. E. (2007). A Theory of Leadership Effectiveness. Publisher: McGraw-Hill, New York.
Gibbs P., & Maringe F. (2008). Marketing Higher Education: Theory and Practise. Open University Press.
Gordon, J. R. (2013). Autocratic Leadership Style. (Online: http://www.action-wheel.com/authocratic-leadershipstyle.html). Retrieved June 4, 2013.
Johari, M. (2008). The Influence of Leadership Style on Internal Marketing Retaining. Unpublished PhD Thesis. University of Stirling
Hall, J., Johnson, S., Wysochi, A. and Kepner, K. (2008). Transformational Leadership: The Transformation of Managers and Associates. University of Florida: Florida.
Hassan, E. (2013). Transformational Leadership. Inter-Disciplinary Journal of Contemporary Research in Business, 4 (9), 93-98
Lewin K. M. (2006). Planning for Secondary Expansion in Sub Saharan Africa – Key Issues for Sustainable Growth in Access Perspectives in Education, Vol 24(2), June 2006.
Marquis, B. & Huston, C. (2000). Leadership Roles and Management Functions in Nursing (3rded.). Philadelphia, PA: Lippincott, Williams and Wilkins.
Mohmood, N. L. (2010). Transformational leadership in human service organizations. Administration in Social Work, 29(2), 105–118
Nsubuga, Y. K. K. (2003). Development of secondary education in Uganda: Prospects and challenges. A paper presented at the first regional conference on secondary education in Africa (SEIA).
Rich, H. (2013). How to Apply Transformational Leadership at your Company. (On-line: http://www.cio.com/articles/735121/how). Retrieved April 12, 2015.
Ronald, G. (2011). Encyclopedia of Leadership. (On-line: http://www.knowledge.sagepub.com/view/leadership/n189.xml). Retrieved March 28, 2015.
Swarup, B. (2013). Leadership. (On-line: http://www.hrfolks.com). Retrieved April 14, 2015.
Teelakaew, P. (2008). Primary Education Curriculum. Bangkok: Suandusit Rajabhat University.
Teboho, J. (2000). Could for – Profit Private Education Benefit the Poor? Some a priori, Considerations arising from Case Study research in India. Journal of Educational Policy.
Yukl, R. Mahsud (2002). “Why flexible and adaptive leadership is essential”, Consulting psychology journal: practice and research, 62,(2) pp81-93, 2010
Ushie E. M., Agba, A. M., Ogaboh, A. M., Agba, M. S. and Chime, J. (2010). Leadership Style and Employees’ Intrinsic Job Satisfaction in the Cross-River Newspaper Corporation, Calabar, Nigeria. International Journal of Development and Management Review, 5 (1), 61-73.
Zaccaro, S. J. (2000). Leader traits and attributes. In J. Antonakis, A. T. Cianciolo, and R. J. Sternberg (Eds.), The Nature of Leadership (101–124). Thousand Oaks, CA: Sage.
Zervas, C. and David, L. (2013). Leadership Style: Is there “one Best”, or is Flexibility worth developing? (Online: http://www.leadershipadvantage.com/leadership.html). Retrieved May 27, 2013.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
